John Hicks A.C.I.B. Email & Phone Number

Hartlepool, England, United Kingdom

North East England

Overall responsibility for direct mortgage distribution - Ensuring the Group has a clearly defined direct mortgage strategy.- Responsible for building a strong customer centric culture that builds authentic long lasting relationships- Delivering incremental commercial performance - Ensuring colleagues deliver quality outcomes for customers- Making a real difference to the people and communities we serve

Sunderland

Volunteer Trustee - Citizens Advice Sunderland - Providing advice that helps people overcome their problems and come together to campaign on big issues when their voices need to be heard

Doncaster, United Kingdom

Interim business consultancy contract with a market leading Fintech providing outsourced & D2C mortgage solutions. - Business Development/Sales. Introduction of good sales management practices achieved 67% increase in quality lead generation from outbound telesales team and 140% increase in mortgage adviser submissions. - Operational Efficiency. Successful implementation of transformational change delivered significant cost saving. - Leadership competency. Including effective time management techniques and operating rhythms and leaving a legacy of coaching to secure permanent behavioural change.- Customer Experience - Friction identified and removed from customer journeys (in bound and outbound calls) saving time whilst improving the customer experience

National Role

People leadership responsibilities across 4 U.K. contact centres and web chat teams (400+FTE). Accountable for delivering outstanding customer experiences whilst increasing commercial return and maintaining high standards of compliance. Commercial returns increased 15% and NPS from -4 to +20. Worked with and influenced stakeholders in marketing, products, finance and the branch network to determine the future strategy for web and telephony sales. Identified and supported implementation of integration opportunities between web and telephony teams and the branch network.

National Role

The banks first Head of Business Development responsible for continuous improvement and the delivery of an optimum service and multi million pound commercial plan. Sales increased 3% y.o.y with a lower FTE, mortgages improved 29% and NPS from +1 to + 21. Supported and influenced senior leaders in the identification and removal of barriers that impacted the customer experience.. The role exploited strategic thinking and provided exposure to senior internal stakeholders and external stakeholders. I ensured customer focus change was both implemented and sustained

National Role - England And Wales

Led NatWest's largest branch and private banking network of 1100 branches, 4000 staff and 350 personal banking managers. Executive role and member of the Personal and Business Banking Executive Committee contributing to the formulation of strategy. Achieved across a balanced scorecard of sales/income, balance sheet growth, service, control/risk and people objectives

North East England

Achieving results through others via providing strategic direction to 800 staff in 110 locations and then 1400 staff in 180 locations across the North East of England. Key responsibilities for a multi million pound P/l and a Balanced Business Scorecard of People, Control, Customer Service and Income/Costs. In a business that was fast paced, complex and regulated delivered company leading results in 2012 and 2013.

North Of England

Led and supported change across 65 retail bank branches in North East England pursuing and delivering continous improvement. Developed and implemented an improvement strategy based on lean thinking, and reducing cost whilst increasing income and customer satisfaction.As Regional Sales Effectiveness Manager led the design and implementation of a model week for branch managers and area leaders based on customer centric behaviours and Ipresented and delivered training to 400 leaders in the North of England. North Region achieved the biggest uplift in results in terms of behavioural change and a sales increase of +14%

BESMA Sales Manager of the Year 2008. Excelled regionally across a scorecard of measures 2007 and 2008.

North East England

Divisional leader role covering a large geographical area and 800 staff across 110 locations. Team became the top performing in North Region across a balanced scorecard of KPIs . The secondment could not be made permanent due to a nationwide restructure.

A variety of clerical roles and regular promotions led to my first Branch Manager appointment in 1998. Subsequently I led teams in various branch locations in the North East of England. Leading, motivating and developing a team of retail branch staff to deliver across a balanced scorecard of objectives including customer service, sales and costs whilst managing risk. Recognised in NatWest North Region for excelling in 2004,2005 and 2006